Method
How revenue gaps get measured.
BiasGap doesn't measure whether a business is good. It measures the gap between what gets sold, what the team can actually deliver, and what clients experience once they start. That's where lost deals, early cancellations and thin lifetime value come from.
Three pillars
- 01
Patterns, not one-offs
Problems after the sale feel unique, but they repeat in a handful of patterns: expectations set wrong on the sales call, unclear handovers, a first proof of value that comes too late, missing account management, or an offer that creates more friction in delivery than margin.
- 02
Perspectives, not gut feeling
Four viewpoints get compared: owner, sales, delivery and client. It gets revealing where everyone is right on their own and the system still loses money. That difference is the BiasGap.
- 03
Business impact
Every gap is framed as a basis for decisions, not an opinion: Where does the loss happen? How big is it on a conservative estimate? What's the likely cause? And which step has the most leverage in the next 90 days?
How it's different
- Lead generation and sales coaching
- More demand, more calls, better close rates. BiasGap starts after that: what happens to the client once the contract is signed?
- McKinsey OHI, Bain and the like
- Enterprise analysis, the whole organization, long projects. BiasGap is lean and focused on the revenue path after the sale.
- Personality tests (MBTI, DISC)
- They describe how a person ticks. BiasGap measures where a business promises something on the outside that it doesn't reliably deliver on the inside.